Dynamic Marketing Capabilities Research Articles

Growth hacking and international dynamic marketing capabilities: a conceptual framework and research propositions

PurposeFew studies have conceptualized how companies can build and nurture international dynamic marketing capabilities (IDMCs) by implementing growth hacking strategies. This paper conceptualizes growth hacking, a managerial-born process to embed a data-driven mind-set in marketing decision-making that combines big-data analysis and continuous learning, allowing companies to adapt their dynamic capabilities to the ever-shifting international competitive arenas.Design/methodology/approachGiven the scarcity of studies on growth hacking, this paper conceptualizes this managerial-born concept through the double theoretical lenses of IDMCs and information technology (IT) literature.FindingsThe authors put forward research propositions concerning the four phases of growth hacking and the related capabilities and routines developed by companies to deal with international markets. Additional novel propositions are also developed based on the three critical dimensions of growth hacking: big data analytics, digital marketing and coding and automation.Research limitations/implicationsLack of prior conceptualization as well as the scant literature makes this study liable to some limitations. However, the propositions developed should encourage researchers to develop both empirical and theoretical studies on this managerial-born concept.Practical implicationsThis study develops a detailed compendium for managers who want to implement growth hacking within their companies but have failed to identify the necessary capabilities and resources.Originality/valueThe study presents a theoretical approach and develops a set of propositions on a novel phenomenon, observed mainly in managerial practice. Hence, this study could stimulate researchers to deepen the phenomenon and empirically validate the propositions.

Exploring the impact of dynamic talent management capability on competitive performance: The mediating roles of dynamic marketing capability of startups

Exploring the impact of dynamic talent management capability on competitive performance: The mediating roles of dynamic marketing capability of startups

Dynamic marketing capability and strategic human resource management: predictors of performance in Santa Catarina's hotel industry

This investigation aims to analyze the relationship between Dynamic Marketing Capabilities and Strategic Human Resource Management as predictors of Performance in Santa Catarina Executive Hotels. To achieve this objective, already validated scales were used. To analyze the Dynamic Marketing Capability, the scale developed by Desarbo et al. (2005) was used. For Strategic Human Resource Management, the scale developed by Barreto (2011) was chosen, and for the dependent variable, the scale developed by Carvalho (2012). The data collection was carried out through the survey technique, along with 259 managers of the Executive Hospitality of Santa Catarina. For data analysis, the softwares EXCEL, SPSS-IBM, and AMOS-IBM were used to gather data. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) tests, and structural equation modeling (SEM) were used to achieve the research objective. The obtained results confirm the positive and significant relationship between Dynamic Marketing Capability and Strategic Human Resource Management as predictors of superior performance in Santa Catarina's executive hospitality.

Amul’s Dynamic Marketing Capabilities: Milking COVID-19 Lockdown Opportunities

Amul’s Dynamic Marketing Capabilities: Milking COVID-19 Lockdown Opportunities

Dynamic capabilities in territorial marketing – the possibilities of concept adaptation

Purpose: The purpose of this paper is to develop a conceptual understanding of territorial marketing using the dynamic approach and explore the Dynamic Marketing Capabilities that extend the place's competitive advantage. Design/methodology/approach: This paper has taken a conceptual approach to provide an analytical conceptualisation of Dynamic Marketing Capabilities and to guide future studies in territorial marketing. This article introduces a novel dynamic approach towards Territorial units, adopting a view based on the relationship between the dynamic capabilities view and place marketing. The primary method of the research was a critical analysis of the literature Findings: Although there is already extensive literature on Dynamic Capabilities in strategic organizational management, there is the lack of research on this concept in the Territorial Marketing knowledge field. Which indicates a knowledge gap and research gap. The Dynamic Marketing Capabilities for territory was proposed as the result of the conceptual analysis. Originality/value: The paper identify a gap in the conceptual thinking about implementation Dynamic Capabilities concept in territorial marketing. The analysis of the literature allowed the author to notice that the subjects related to concept of DMC in territory units are still being elaborated, but can be adopted. Keywords: Dynamic Marketing Capabilities, Territorial Marketing, Place Marketing. Category of the paper: Conceptual paper.

EFEITO CASCATA DAS CAPACIDADES DE MARKETING ESTÁTICAS E DINÂMICAS NA PERFORMANCE INTERNACIONAL: ANALISANDO A ORIENTAÇÃO PARA O MERCADO COMO ANTECEDENTE

ABSTRACT This investigation analyzes the relationships between static marketing capabilities (SMC), dynamic marketing capabilities (DMC), and business-to-business (B2B) small and medium-sized enterprises’ (SME) international performance, and the interconnection between SMC and DMC. We also analyze the role of market orientation (MO) as an antecedent of marketing capabilities. A quantitative study was developed using a survey-based method. We collected 335 valid responses from internationalized Portuguese B2B SMEs. Structural equation modeling was used to test the proposed hypotheses. Results show a direct and positive relationship between SMC and international performance. DMC was positively linked with SMC, thus indirectly exerting its influence on international performance. Also, a positive relationship between MO and both marketing capabilities was observed, revealing its antecedent nature over marketing capabilities. This study contributes to marketing capabilities research, given that interrelationships between different types of marketing capabilities were never studied before. Furthermore, it draws managers’ attention to the importance of developing basic marketing-mix capabilities since they appear as the direct link to international performance.

DYNAMIC MARKETING CAPABILITY AND SUSTAINING CUSTOMER PATRONAGE A STUDY OF NIGERIA BREWERIES PRODUCTS IN ENUGU STATE NIGERIA

The study focuses on effect o f dynamic marketing capability on customer patronage of Nigeria breweries products, The specific objectives are to determine the effect of market sensing capability on customer patronage, ascertain the nature of the relationship between market targeting and customer patronage and determine the influence of market positioning on customer patronage. The study had a population size of 1105, out of which a sample size of 177 was realized using Taro Yamane’s Formula at 5% error tolerance and 95% level of confidence. The Instruments used for data collection were questionnaire and interview. A total of 177 copies of the questionnaire were distributed while 148(83%) copies were returned and 39(17%) were not returned. The Survey research design was adopted for the study. Three hypotheses were tested using Pearson product moment correlation coefficient and simple linear regression statistical tools. The findings indicated that market sensing capability had a significant effect on sustained customer purchase. There was a positive relationship between market targeting and customer patronage. Market positioning had a significant influence on customer patronage. The study concluded that dynamic marketing capability (DMC) concept is the strategic management theory that provides a new interpretation of how companies in the environment that change rapidly obtain their competitive advantage. The study recommended that Nigeria breweire should maintained and sustained market sensing because that will help them to understand the needs of the customers ahead of their fellow competitors which ensure that customer needs are met, in order to achieved sustained customer patronage.

Examining the marketing performance of the firms from an international dynamic marketing capability perspective: moderating role of marketing leadership team

PurposeThis study examines the marketing performance of firms from an international dynamic marketing capability perspective. It also investigates the moderating role of marketing leadership teams to improve organizations' international marketing performance.Design/methodology/approachThe authors used dynamic capability view and other related literature to develop a theoretical model, which was validated with the structural equation modelling technique, considering a sample of 455 respondents from Indian firms. The authors also used the multigroup analysis method to examine the moderating impacts of a firm's marketing leadership team on their international marketing performance.FindingsThere is a positive relationship between a firm's dynamic ability factors and its international dynamic-marketing capabilities. The study also finds that a firm's marketing leadership team has a significant positive moderating impact on improving its international marketing performance.Research limitations/implicationsThe unique theory-based model clearly explains how a firm's dynamic abilities impact international dynamic marketing capability, which then impacts its international marketing performance. This model can help practitioners, researchers and academicians to understand the significance of a firm's international dynamic capability on international marketing performance. The study also helps firms to understand the moderating influence of marketing leadership teams to improve international marketing performance.Originality/valueThis study adds value to the body of literature on international dynamic marketing, international marketing performance and international marketing knowledge management, on which, until now, few other studies have focused. Thus, this research is unique. The proposed model of international dynamic marketing is also unique with high explanative power.

Dynamic marketing capabilities in customer service on social networking sites

Dynamic marketing capabilities in customer service on social networking sites

Marketing capability development through networking – An entrepreneurial marketing perspective

How are marketing capabilities developed in SMEs? Drawing upon the entrepreneurial marketing perspective, this article explores how small-to-medium-sized enterprises (SMEs) develop their marketing capabilities. Using an in-depth qualitative study of SME entrepreneurs from a small open developed economy, we find that entrepreneurial networking plays a significant role in how SMEs develop specialized, cross-functional and dynamic marketing capabilities which are integral to their growth and competitiveness. We identify the type of resource interaction processes entrepreneurs engage in with actors in their network to generate and deliver market value. SMEs in this study wholly depend upon entrepreneurial networking for accessing key informational, relational, reputational, and knowledge resources to develop their marketing capabilities. Our findings further elucidate that the type of entrepreneurial networking in this study is one that exhibits entrepreneurial marketing behavior, yet, is more strategic and deliberate in nature rather than effectual. This study advances the entrepreneurial marketing and marketing capabilities literatures by assigning greater theoretical and empirical credence to the under-explored role of entrepreneurial networking in marketing capability development in SMEs.

The impact of social media technologies on organization cultural intelligence and new product development in international markets

PurposeThe study examines the role of social media technologies (SMTs) as a driver of organization cultural intelligence (OCI) and new product development (NPD) capabilities, and how the complementary effects of these capabilities contribute to multinational corporations (MNCs)’ performance. Further, the study investigates the capability–performance relationship under conditions of high and low market and technological turbulence.Design/methodology/approachA quantitative survey method was implemented, with the data provided by senior marketing managers employed in MNC regional offices. The proposed model was tested using structural equation modeling and multi-group moderation analysis, and fuzzy-set qualitative comparative analysis (fsQCA).FindingsThe results indicate that SMTs support the development of OCI and NPD capabilities, which in turn contribute to MNC regional performance. A high level of technological turbulence only weakens the relationship between OCI and performance.Research limitations/implicationsThe results suggest that OCI contributes to MNCs’ performance, by deploying social media information and complementing the organization’s NPD capability under a specific environmental context.Practical implicationsThe paper offers practical recommendations to MNCs on social media use when developing and launching new products in different regional markets. MNCs need to recruit culturally intelligent managers, who consider the level of market and technological turbulence when combining several types of capabilities.Originality/valueWithin the dynamic marketing capabilities literature, this is the first study to incorporate and reliably measure cultural intelligence capability. The research offers empirical evidence that OCI and NPD capabilities are necessary to achieve superior MNC performance and depend on the level of market and technological turbulence.

Open innovation pathway to firm performance: the role of dynamic marketing capability in Malaysian entrepreneurial firms

PurposeThis study investigates how firms build strong dynamic marketing capability (DMC) from open innovation (OI) to enhance the performance of entrepreneurial firms. Moreover, this study unfolds DMC's mediating and moderating mechanisms underlying inbound and outbound OI and performance relationships, respectively.Design/methodology/approachTo test the research model and hypotheses, this study drew a sample of 251 firms operating in Malaysia using the time-lagged survey method. Structural equation modelling was used in this study to investigate the model relationships.FindingsThe findings of this study reveal the positive interplay between inbound OI (knowledge acquisition) and DMC. The outbound OI (knowledge exploitation) in this study is found to mediate the relationship between inbound OI and firm performance. In addition, while the DMC has a mediating effect in the relationship between inbound OI and firm performance, such a capability reinforces the positive relationship between outbound OI and performance.Originality/valueThis study provides a noble insight into the complex interplay between OI and entrepreneurial firms' performance by developing and testing an integrated framework underpinned by a knowledge-based view and dynamic capability theory. The findings highlight the significance of taking an interdisciplinary and integrated approach to better understand the determinants of entrepreneurial firms' performance in an emerging country context.

Constituents of dynamic marketing capability: Strategic fit and heterogeneity in export performance

Using the Resource Based View and Dynamic Capability theoretical lenses, this paper provides such a strategic treatise in exploring how the underlying dimensions of DMC can be understood within a higher-order DMC strategy and the influence of the latter upon the export performance of firms from an emerging market. The empirical findings drawn from a sample of 315 exporters representing eight industries from Bangladesh show that the DMC is a second-order latent construct consisting of four marketing capabilities: proactive market orientation, brand management capability, new product development capability, and customer relationship management capability. Additionally, this study identified three clusters of firms and showed that, among them, enthusiastic embracers—which are characterized by high levels of activity across marketing capabilities, such as proactive market orientation and brand management capability—achieve better performance.

Effects of brand innovation and marketing dynamic capability on the performance of international hotels

The Covid-19 epidemic has resulted in a dramatic decline in hotel public consumption. Hotel performance must be enhanced through the use of a hotel marketing strategy to compete with others. The aim of this paper is to examine the relationship between the innovation of the brand, dynamic capability of marketing, brand communication, brand experience, and brand performance in Indonesian 3-5 star international hotels. The data for this study were acquired using an electronic questionnaire on Google Forms from 530 customers who stayed in hotels throughout Indonesia prior to and during the Covid-19 pandemic. Smart-PLS 3.2.9 was used to analyze the data using the outer model and the inner model. The findings indicated as follows: brand innovation has a positive effect on brand communication; dynamic marketing capability has a positive influence on brand communication; brand communication directly has a positive effect on brand experience; brand experience significantly has a positive effect on brand performance; brand communication directly has a positive effect on brand performance; brand innovation has a positive influence on brand performance, and dynamic marketing capability has a positive effect on brand performance. This study contributes to the worldwide hotel strategy’s global marketing efforts in order to compete and improve performance in an increasingly competitive hotel business.

International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-Commerce

For better export marketing strategies (EMS), companies mobilize their internal resources, which are managerial commitment, firm experience, and product uniqueness. However, Small businesses with constrained resources cannot be well explained with this view. So, more research on how small businesses come up with EMS has been called for. To explain how resource-restricted firms rely heavily on entrepreneurs, this study adopted the concept of dynamic managerial capabilities (DMCs) and resource versatility to better explain small business exports. We analyzed small businesses in Mongolia with qualitative research methods, including interviews with entrepreneurs and support organizations, site visits, and group discussions. We suggest international dynamic marketing capabilities (IDMCs), which are entrepreneurial orientation, networking capability, and versatile dynamic capability for small businesses. Theoretical and managerial implications are discussed.

Eyes open and hands on: market knowledge and marketing capabilities in export markets

PurposeDrawing on the knowledge-based view of the firm (KBV) and Dynamic Marketing Capabilities (DMC), this paper examines the role of key internationalization knowledge absorption processes as learning strategies, namely market exploitation and market exploration in enabling internationalization knowledge absorption in export-oriented firms involved in manufacturing goods or producing electrical/engineering products.Design/methodology/approachThe data were gathered via a cross-sectional survey using a questionnaire (i.e. n = 315) on a sample of Bangladeshi manufacturing firms exporting in US and European markets.FindingsThe findings suggest that an export firm's internationalization absorption strategies are positively associated with export performance. The authors also found that the mediator, DMC, strengthened the relationship between knowledge absorption and export performance. Moreover, the findings of moderated mediation model revealed that the direct and indirect effects of market exploitation on export performance are more prevalent when competitive intensity is low. While competitive intensity is high, the direct and indirect effects of market exploration on export performance are more prevalent.Practical implicationsBy introducing a higher-level dynamic marketing capability approach and linking it to ambidexterity constructs (learning though exploration and exploitation), export business professionals should appreciate the full spectrum of mid-level marketing capabilities they need to develop alongside their exploration and exploitation strategies to improve their export performance. This study directs attention to the competitive intensity conditions the exporting firm is facing. When export business professionals are faced with high-level of competitive intensity in the market, they should establish a clear focus on their exploration learning strategies if they wish to enhance their export performance.Originality/valueThe authors contribute to two broad domains of literature: organizational learning and DMC strategy. The study results show that how the two components of international ambidexterity as organizational learning constructs (i.e. market exploration and exploitation) influence knowledge management processes within firms through a firm's possession of a fine configuration of higher-level marketing capability. This study also theoretically and empirically examines how higher-level DMC strategy can mediate the consequence of international knowledge absorption mechanism on firm export performance. From a practical perspective, this study provides useful lessons for exporting firms wishing to enhance their performance.

What’s next in talent management?

This article presents a literature review of the academic research on talent management (TM). This research topic is contemporary and highly relevant, given its links with human resources, knowledge management, and dynamic marketing capabilities. An exhaustive bibliometric analysis of TM was conducted. The analysis covered publications from the early 21st century. In total, 1,373 documents published from 2003 to 2020 were retrieved from the Web of Science (WoS) database and analyzed. Bibliometric methods were applied using some of the primary bibliometric indicators: number of publications, most cited articles and authors, institutions and countries, and keywords. This analysis reveals the importance of TM in light of companies’ decisions to switch to human capital as a source of competitive advantage. The aim of this paper is to highlight the importance of TM in new business realities and to propose areas of further research.

Dynamic marketing capabilities as drivers of international channel integration: is this true for Latin American SMEs?

PurposeThis paper aims to determine the relationship between dynamic marketing capabilities (DMCs) and the integration of distribution channels of exporting companies from Latin American (LATAM) countries and how this relationship will impact the international development of a company.Design/methodology/approachThis qualitative study uses the explanatory multiple case approach of Yin (2011) to test the research questions, revise existing theories and establish causal relationships from semi-structured interviews that were applied to 15 Peruvian and Colombian companies. To analyze qualitative data and ensure credibility, the authors applied six stages of Sinkovics and Alfoldi’s (2012) methodology. For analysis, computer-based qualitative software was used.FindingsThe study reveals the following: a set of specific DMCs that effectively help agro-food companies generate synergy with their intermediaries to launch their first international ventures; a better understanding of how the market orientation as a DMC is, rather than a multi-dimensional organization which mediates other marketing processes; the impact of DMCs in channel integration that changes with respect to agents and distributors. Producers and distributors developed networking, market adaptation and innovation capabilities. At the same time, agents also developed market orientation capabilities to provide relevant product information, manage transactions and fulfill orders without regard to market adaptation capabilities.Research limitations/implicationsQualitative methodology was applied, limiting the generalization of the findings. The authors also emphasized the initial stages of internationalization without considering other advanced processes that could be useful for larger LATAM companies, which operate in different foreign countries and manage multiple channels. As a result, this study lays the foundation for establishing a model that will enhance a quantitative measurement to support the findings.Practical implicationsThis study illustrates specific marketing techniques that are useful to better identify and coordinate intermediaries, especially agents and distributors to ease their internationalization processes. The research also provides a framework for marketing managers to leverage the DMCs developed by the different actors of the distribution channel, as well as, obtaining positive outcomes in communication, information on products and services, transactions and customer service functions. Finally, managers and professionals can find a methodology to evaluate how DMCs can be developed to optimize their internationalization processes through the integration of the main channel functions. This will broaden their vision on the usefulness and scalability of this type of dynamic capabilities in key business processes for the generation and sustainability of competitive advantages.Social implicationsIf producers identify DMCs, they will promote ethical business practices that may reduce their vulnerability and risk with more experienced international intermediaries. This leads to favoring the socio-economic equity of the territories with traditional economies in which they operate.Originality/valueThe study provides a set of DMCs that influence the functions of distribution channels and favors international processes in small and medium enterprises which then offer a better understanding of the definition and applicability of this construct in the agro-food sector in LATAM. This study also gives a structural perspective to determine which functions of the distribution channel should be integrated and how depending on the type of intermediary (agents and distributors).

Customer perspective on dynamic marketing capability in international hotels of Indonesia during Covid-19: Confirmatory factor analysis

The objective of this study was to validate three independent variables, namely market sensing, learning, targeting and positioning, as to dimensions of dynamic marketing capability (DMC). By developing a theoretical framework, this study demonstrates the importance of three dimensions of DMC. This study collected 530 valid samples through an online questionnaire survey in major cities in Indonesia. Respondents are Indonesian citizens aged over 15 years who have stayed at three to five-star international hotels in Indonesia during the Covid-19 period in 2020. This study used a combination of Smart-PLS and SPSS to examine the outer model and inner model. The outcome of this study demonstrated that market sensing had a significant effect on DMC. Then, market learning also had a significant effect on DMC. Next, market targeting and positioning had a significant effect on DMC from the perspective of the customer in international hotels in Indonesia. The outcome of this study is to support the development of a conceptual framework and conduct an empirical evaluation of the relationship between market sensing, market learning, market targeting and positioning, which are DMC dimensions in global marketing. In general, this study contributes to the international hotel industry in developing the marketing area in the context of DMC.

The Role of Digital Loyalty Program towards Customer Loyalty through a Measure of Satisfaction

The research aimed to explore the importance of loyalty programs to customer satisfaction and loyalty in digital business in Indonesia. The concept of theoretical development of the resource-advantage theory of competition and service-dominant logic was used for the development of research findings. Lazada, one of the e-commerce platforms, offered digital loyalty programs such as points store, loyalty store, e-coupon, e-newsletter, and flash sale. Thus data collection was distributed through an online questionnaire to Lazada customers, with a sample size of 384 respondents. Data testing with linear regression analysis was conducted to test the variables of the Lazada digital loyalty program on customer loyalty mediated customer satisfaction. The results shows that in digital loyalty program variables, the program features contribute positively directly and have the success of mediated customer satisfaction in the digital loyalty program. More products that offer customer-oriented technology feature innovation will increase customer loyalty amidst dynamic marketing capabilities in digital business innovation change, which gives impact to managers.